Job Summary:

- Org has been through an extensive Planning transformation journey over the past three years where a considerable amount of change has been undertaken to the Operating Model and Processes that support the planning framework.

- The purpose of which is to ensure the planning process acts as enabler for to drive towards strategic objectives externally communicated to the market.

- Increased focus on Business Entity performance, closer alignment between Balance Sheet and P&L / Metric outcomes, increased workforce insights, improvements in quality and completeness of forecast data, flexibility to adapt to changing market and organisational conditions and earlier availability of plan information are all outcomes enabled through the planning transformation journey to date.

- At the same time a fundamental transition of the underlying Technology landscape that supports Planning has been delivered, with a full migration away from the historical Oracle applications to a new integrated SAP / SAC cloud-based landscape, including all the required data integration patterns.

- Material Transformation items that have been delivered to date

- Establishing a Balance Sheet led Financial Corporate Planning process bringing the financial performance of Legal Entities to the forefront of planning considerations (incl Capital, Leverage, Tax, Transfer Pricing etc), leading to a more comprehensive and robust plan to reinforce execution of the bank's external commitments and regulatory obligations.

- Transitioning the banks technology solution for planning to an integrated SAP (SAP Analytics Cloud) platform to leverage the advanced tech capabilities, bring together the multi-faceted planning landscape into one place and align with the wider financial reporting infrastructure.

- Establishing a monthly group forecasting process on the new technology platform (outlook) with full coverage across Balance Sheet, P&L, Capital, and Leverage across the two major business lenses (CIB / WRB) and the top 14 countries / markets, ensuring regular and comprehensive updates to the medium-term financial outlook of the bank.

- Creation of an enterprise-wide Workforce Planning and Cost Management framework, supported by a new Global Operating Model, Process and Technology Platform.

- This new framework ensures a refreshed monthly view of how the bank is progressing towards its workforce strategy and ensures a strong interlock with cost guardrails and business expectations.

- An integration with the Corporate Planning and Outlook solutions ensures regular alignment with the bank's forecasting / plan outcomes.

- Transition of the Planning Support Model to a third party Managed Service Solution including Operations, Process Administration, Functional Design and Technology.

- Creating a scalable and agile support model that aligns with the continuously changing planning landscape of the bank.

- The above transformation has established a strong foundation enabling the bank to build a mature and stable global planning and consolidation process catering to the current needs of the Group, Business and Countries.

- However, with these foundations in place the bank now has the intention to progress with further key strategic initiatives that ensure the Planning and Forecasting framework can support the growth strategy of the bank, while also Capitalising on optimisation and efficiency opportunities.

These initiatives include:

- Creation of a Global Planning and Forecasting CoE to create further alignment across the banks Planning Operating Model, Processes and Tech solutions, improving the quality of service and driving further efficiencies.

- Progress with an intelligent forecasting program which will establish automated driver-based business models supporting balance sheet and income forecasts across key lines of business and products.

These models will be supported by new AI technology and will ensure that the business have the tools in place to adapt their forecasting outcomes to the ever-changing macro-economic environment.

- Transition of the performance management framework towards a rolling forecast planning model based on forward looking economic and macro trends to track business performance and ensure the bank is adapting effectively to dynamic market forces.

- This will move the bank away from the traditional Corporate Planning process which takes the bank up to 6 months to execute and approve.

- Continued Technology Development including transition of the banks SAC planning solution to the new SAP Business Technology Platform (BTP), ensuring further integration with the wider Financial Reporting and Performance Analytics solutions.

- To support this transformation, journey a new Planning Transformation Lead role is being established to own and drive the change agenda and ensure the changes are successfully adopted into the planning framework, and that the benefits and outcomes are truly realised by the Group, Businesses and Country markets.

Key Responsibilities:

- The role of Senior Transformation Lead is critical to the successful execution of the strategic roadmap, there are a number of key responsibilities that the successful candidate will be expected to take ownership of and be expected to deliver to a high standard.

Operating Model Design and Adoption:

- Support the design, socialisation, mobilisation and adoption of the new Planning and Forecasting CoE operating model.

- This should include a) Stakeholder Accountability Matrix b) CoE Roles and Responsibilities c) Process Scope and Coverage d) Governance Framework e) Communication Strategy f) Integration Plan g) third party management / impact on managed service etc.

- Process Design - Design of integrated planning and forecasting process taxonomy ensuring end to end alignment of in scope planning processes, and synergy with complimentary or downstream activities.

- This should include a) detailed planning process design b) process policies and standards c) stakeholder maps d) roles and responsibilities e) technology and data requirements etc.

- Technology Design and Delivery - In line with the technology strategy for Planning Transformation design and deliver the new or enhanced technology capabilities required to support execution of the strategic roadmap.

- This should include a) defining business requirements b) solution design c) data requirements and design d) development and testing e) integration f) tech governance and compliance g) go live planning h) post go live support etc.

- Change Management - ensure that execution of the transformation agenda is delivered in line with the banks and functions change management standards.

- Including a) Defining Business Benefits b) Project Management Ownership c) Project Planning d) Financial Management e) Vendor Management f) Release Management g) Tech Governance h) Stakeholder Communication i) Risk Management j) Product Ownership

- Benefit Realisation - Post delivery it will be the responsibility of the transformation lead to ensure that any defined business benefits are realised and attested to, ensuring that the success of the project can be realised by business stakeholders.

- Regulatory & Business Conduct - Display exemplary conduct and live by the Group's Values and Code of Conduct.

- Take personal responsibility for embedding the highest standards of ethics, including regulatory and business conduct.

- This includes understanding and ensuring compliance with, in letter and spirit, all applicable laws, regulations, guidelines and the Group Code of Conduct.

- Effectively and collaboratively identify, escalate, mitigate, and resolve risk, conduct and compliance matters.

- Lead the team to achieve the outcomes set out in the Bank's Conduct Principles: [Fair Outcomes for Clients; Effective Financial Markets; Financial Crime Compliance; The Right Environment.]

Other Responsibilities - Embed Here for good and Group's brand and values in India; Perform other responsibilities assigned under Group, Country, Business or Functional policies and procedures

Qualifications:

- 15+ years of relevant experience working in Banking and Financial Services, with background in Finance.

- Good experience working in FP&A, Performance Management and Planning / Forecasting environments.

- Strong strategic mindset with background leading Transformation Programs delivering both Technology as well as Process and Operating Model change.

- Strong experience in Senior Stakeholder Management and Communication, with good presentation skills - Proficient in Finance Technology Change and the end-to-end delivery lifecycle, good experience leading teams in managing Solution Design, Infrastructure Management, Development and Testing, Tech Governance and Release Management - Experience in gathering and documenting business & functional requirements.

- Ability to work effectively under pressure, multitask, lead through ambiguities, influence where he/she does not have direct authority & build on unstructured formative situations.

- Strong process management and reengineering skill set, including experience of system and process change initiatives.

- Experience in operating within large virtual teams and building relationships across a complex network of stakeholders